Sustainability Formative Self-Assessment Tool

Transcription

1 I Strategy. I Capacity. I Sustainability. Sustainability Formative Self-Assessment Tool 2011 Sustainability Formative Self-Assessment Tool by The Board of Regents of the University System of Georgia by and on behalf of Georgia State University and the Georgia Health Policy Center is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 United States License. T

2 What does Sustainability Mean? Over the past decade, sustainability has been a focus for many government agencies and foundations that fund and operate community-based programs and non-profit organizations. Increasingly, organizations and collaborations are concerned with sustaining programs or services beyond initial grant periods and pilot phases. There are multiple definitions of sustainability used by funders, researchers and community-based organizations. For the purposes of this assessment tool, sustainability is defined as: Programs or services continue because they are valued and draw support and resources. Sustainability does not necessarily mean that the activities continue in the same form as originally conceived, funded or implemented. Programs often evolve over time to adjust to the changing levels of support and needs of the community. Organizations may start with one approach, but ultimately elect to sustain a different model of service provision after testing it in the community. What do Sustainable Programs Have in Common? Sustainability is not random luck, nor can it be achieved through a prescribed set of actions. It is important to recognize, however, that sustained programs and organizations appear to have some attributes in common. Based on our experience working with more than 800 rural health initiatives and findings from our study of 102 sustained rural health initiatives, the Georgia Health Policy Center has developed a Sustainability Framework. This framework describes nine areas of strategy, capacity, and action that help to position an organization or program for sustainability (included as an attachment to this document). 1. Strategic Vision 2. Collaboration 3. Leadership 4. Communication 5. Evaluation and ROI 6. Capacity 7. Efficiency & Effectiveness 8. Relevance and Practicality 9. Resource Diversification T

3 It is useful to familiarize yourself with the Sustainability Framework prior to beginning the self-assessment process. The key to understanding each component is to put it into the specific context of sustainability. As you read through the Sustainability Framework, consider how each element may enhance the long-term potential for a program, organization or activity. Leadership, for example, has many applications and benefits. Leadership in the context of sustainability means that you have created a shared vision, have leaders within your team that see the relationship between short-term activities and long-term outcomes, and that you have engaged leaders that will exert their influence in leveraging support and locating resources. Why do a Formative Assessment? At the core of a formative assessment is the goal to form or improve. This is a different purpose than that of summative assessments. In a summative assessment, you are being evaluated on the end result, or sum, of your efforts. Both are very useful. Formative assessments are particularly helpful in determining progress and identifying areas to concentrate efforts while there is still time to influence the end result. Additionally, formative assessments are designed around rubrics - sets of criteria and standards organized into levels that establish a continuum of increasing expectations of quality. can be used to chart change over time. present a clear path for attaining greater levels of quality and performance. Are We Positioned for Sustainability? The Sustainability Self-Assessment Tool may serve multiple purposes: To capture your general level of functioning related to elements of the Sustainability Framework ; To provide guidance as to what activities or capacities are indicative of improvement or movement along the developmental spectrum; To isolate or highlight areas where continued work or development might be needed; and To provide a baseline against which change (positive or negative) can be viewed over time.

4 For each component of the Sustainability Framework, developmental rubrics have been described for each level of performance in a table format. These rubrics are not intended to be definitive, meaning you are not necessarily expected to fit each description perfectly. Rather, they are provided to illustrate a continuum along which you might progress with higher levels of performance giving you an idea of what improvement or growth in a particular area might look like. Before you conduct the self-assessment, take a moment to review the terms used in the tool s rubric. Each item will ask you to rate your organization/network/consortium in one of four levels. A general description of these four levels is provided in the table below. For each level, the one-letter code provided should be used to record your results on the group result chart on the Summary of Results page of the assessment tool. Level Pre-Awareness = P Description Not yet aware of the importance of the element and/or its relationship to sustainability Awareness = A Interaction = I Mastery = M Aware of the importance of the element, but may not have sufficient capacity (e.g., not know how to solve the issue) or motivation (e.g., waiting for leadership and/or direction to address the issue) Aware of the importance and have translated available know-how and motivation into some sort of initial action on the component; there is evidence of impact on the component in limited ways, though results are likely limited and inconsistent Aware, capable, and strategic in their actions. Worthy of being a model in how to address the component for others.

5 Component: Strategic Vision The organization has a clearly defined vision for what it hopes to achieve All those associated with organization share its vision All activities are aligned with vision Organization views all program activities as short-term in nature Vision is developed in isolation of partners Activities are not defined or implemented in reference to stated vision Organization recognizes need for long-term planning, but remains focused on short-term program Vision is developed with limited input from partners and no commitment Activities are oriented to address specific issue but are not aligned with any longterm vision Organization has longterm concept for specific program Partners participate in development of vision, but without organizational commitment All activities are oriented to a specific issue and some are aligned with a longterm vision Organization views program as part of long-term approach for systemic change All partners develop, share, and are committed to vision All activities contribute to fulfilling a long-term strategic vision Component: Collaboration Partnerships include stakeholders necessary for the successful planning,, and or continuation of programs and services Partners play an integral role and have a shared interest in the outcomes Partnerships are based on Partnerships are previous relationships that assessed and expanded may or may not be to include appropriate to address the organizations that can problem address the problem Partnerships formed in order to fulfill funding Lead organization performs all program activities and retains all financial resources Lead organization performs most program activities with participation by some partners Most partners engage in program activities, some resources are shared among partners Partnerships include all organizations needed to strategically address the problem Partners jointly make decisions about overall program direction and utilization of resources and have a shared interest in project outcomes

6 Component: Leadership Inspires others to create and achieve a shared vision Understands the relationship between short-term activities and their impact on long-term success Leadership operates Leadership engages Leadership engages Leadership engages others to define, independently to partners in short-term partners in developing accomplish, and sustain its vision implement the work problem-solving strategies for long-term through a shared sense of responsibility plan with no strategic focused on work plan success by creating an environment of involvement from collaboration and enthusiasm others Exerts influence in leveraging support and resources Component: Communication The organization defines perceptions, translates successes, and creates awareness through effective communication Organization has no Organization makes Organization regularly Organization has plan for use of some public uses public media and developed targeted communicating media (e.g., press other methods to messages and a program to the releases, newsletters) update the community communications community, and and other methods on on both its activities strategy that funders and other an ad hoc basis to and program effectively utilizes stakeholders are update the community effectiveness available media unaware of program on its program channels to build activities awareness and public support for program Information is exchanged among partners and stakeholders through structured and informal channels. Communication is limited to one-on-one interaction between lead agency and partners as needed Communication and interaction amongst partners occurs only during infrequent meetings Partners communicate amongst themselves during regularly scheduled meetings Partners and stakeholders proactively initiate communication amongst themselves

7 Component: Evaluation & Return on Investments Evaluation generates data necessary to: monitor and manage program, measure program impact, and demonstrate social, economic, and/or health benefits to community served. There is no evaluation Evaluation activities plan in support of the generate data that are program used to: Evaluation activities generate data that are used to monitor program activities monitor program activities inform and adjust program measure program impact Evaluation activities generate data that are used to: satisfy funder s reporting requirements monitor program activities manage program measure program impact demonstrate social, economic, and/or health benefits to community served Component: Capacity Organization has adequate capacity to complete programs based on: Personnel with necessary skills and knowledge, and Experience with projects of similar scope or focus. Organizational staff Organization has an and experience do not understanding of the match the magnitude necessary staff and or focus of the experience in order to proposed program implement a similar program Organization understands necessary staffing levels and capabilities and has experience in implementing unrelated programs of a similar magnitude Organization has a track record of completing programs of similar magnitude within budget and on time

8 Component: Efficiency & Effectiveness Organizational operations maximize the ability of those being served to participate and produce intended results Program approach is based on the successes and challenges of similar initiatives Organization draws from and contributes to existing community resources Those being served are not consulted in program design and Feedback from those Feedback gained being served has little through formal methods, influence on program such as surveys and focus design and groups, is used to guide program design and Programs developed without knowledge of evidence based programs or consultation with other similar successful programs Program services operate independently of other related community initiatives Programs developed with cursory understanding of similar initiatives Program services draw from and offer limited support to other related community initiatives Programs developed following consultation with others who have implemented similar programs Program provides unique and complementary services to the community Those receiving services have an integral role in program design and Programs are derived from evidence-based initiatives Program has an integrated role in the provision of services in the community; others recognize and support that role

9 Component: Relevance and Practicality Approach based on a clear assessment and understanding of the need Pre -Awareness Awareness Interaction Mastery Organization not Organization utilizes Organization utilizes Organization uses aware of information some state and past Community current Community or data to demonstrate regional data to Needs Assessment and Needs Assessment and the need for the demonstrate need for regional/state data to regional/state data to strategy/approach local demonstrate need for shape of strategy/approach strategy/approach strategy/approach Approach tailored to the environment (cultural, political, economic) The approach is likely to accomplish desired impact because it takes into account the magnitude or complexity of the problem The approach does not take into account contextual factors that may inhibit or facilitate successful (e.g. geography, policies, local culture) The approach is not relevant or practical given the complexity of the problem Organization is aware of some key contextual factors that may affect of the strategy/approach, but they have not taken action to address those factors in their plan The approach is a stop gap measure to serve short-term needs with no attempt to address multiple aspects or root causes of the issue Organization has identified some contextual factors that may affect and are taking action to deal with those factors The approach is matched appropriately to the complexity of the problem being addressed. For more complex problems, the approach is multipronged/ integrated Organization exhibits deep understanding of the context within which they operate and has designed an approach that takes into account current contextual factors The approach was designed with a deep understanding of the root causes of the problem at hand and uses leverage to address the issue in a comprehensive manner Component: Resource Diversification Organization receives diversity of support generated through sustainability planning Program supported by Program supported by Program supported by Multiple sources a single funding more than one source a variety of sources contribute adequate source; does not without benefit of developed through an funding for long-term engage in sustainability planning ad hoc approach to program continuation; sustainability planning sustainability planning support generated through formal, ongoing sustainability planning